Diah Hari Editan

The Relationship Between User Participation
And System Success: Study Of Three Contingency Factors On Bumn In Indonesia
SESI
THE RELATIONSHIP BETWEEN USER PARTICIPATION

AND SYSTEM SUCCESS: STUDY OF THREE CONTINGENCY FACTORS ON BUMN IN INDONESIA
DIAH HARI SURYANINGRUM
UPN Veteran Jawa Timur
ABSTRACT
User participation in information system development is considered the key to system success in
organization. The empirical evidence, however, does not support this. To explain such equivocal result, the effect of
three contingency factors top management support, task complexity, and locus of control as moderating variables
on the relationship between user participation and system success were investigated on BUMN in Indonesia.
Using Moderated Regression Analysis, results of this research indicate that user participation has positive
direct relationship with system success. In using the effect of three contingency factors, results indicate that these
factors were found to play key role on the relationship. Top management support, task complexity, and locus of control
were proved to be quasi moderator. These findings suggest that several contingency factors can ensure high level of
system success.
Key words: User Participation, top management support, task complexity, locus of control, system success.
INTRODUCTION
Computer and information systems based on computer are now present and have been used in many
organization, i.e. private or public sector organization. Many literatures indicate that the used of computer
information systems can improve organizations efficiency and effectiveness. The role of information system
as a tool to provide information, either management or accounting information, more required. In private or
public sector organization the role extended. With the reformation in every sector, especially public desire
for organization performance transparency, the role of information system becomes more important.
BUMN as one of state assets, viewed by public because of they used of public money (subsidized)
and as state financial sources. Therefor the development of information system base on computer needed
to improve their performance. This concordance with Steven, et al (1994) research result. The research
indicates that the used of information technology in public sector can improve their productivity. Further
more, research by Kraemer, et al (1993) on 260 manager in more than 40 public sector organization in
America, shows that computer information needed by public manager to control their financial resources.
Thus, research in information system success still very interesting.
The importance of user participation in the systems development process has been recognized in
many literatures. The research evidence, however, doesnt support this. Research by Straub and Tower
(1988) and Kappelan and McLean (1991), quoted by McKeen, et al (1994) indicate coefficient determination
R2 0.078 and 0.083. Research by McKeen, et al (1994) indicates R2 0.166 and Choe (1996) 0.108.
Research in Indonesia for the same field have done by Setianingsih and Indriantoro (1998), Rahayu (2000),
and Restuningdiah and Indriantoro (2000) result R2 for 0.096, 0.375, and 0.679. The coefficient
determination value proved that variation of system information success more affect by other factor. This
evidence may be due to a contingent rather than a direct relationship between participation and system
success.
Contingency approaches interest many researches because they want to know whether the
system will always be success in any conditions or not. Past research revealed some potential contingency
factors believed to impact on user participation and system success. Some of these factors are system
complexity (Kim and Lee, 1986; McKeen et al, 1994), top management support (Kim and Lee, 1986; Choe,
1996), task complexity (McKeen et al, 1994), system information development evolution (Choe, 1996), user
developer communication (McKeen et al, 1994), etc. Surprisingly, the results are contradictory. Many of
these contradictions are the result of research that has been poorly grounded in lack of theory,
methodologically flawed, or partially due to omission of important contextual variables (McKeen et al, 1994).
Many researchers in Indonesia have been done on contingency factor. Research by Setianingsih
and Indriantoro (1998) with two contingency factor, top management support and user developer
communication, proved that top management support was pure moderator on the relationship between user
participation and system success. This is different from research by Choe (1996). He indicates that top
SIMPOSIUM NASIONAL AKUNTANSI VI
Surabaya, 16 17 Oktober 2003
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management support is an independent predictor for system success. Another research by Mohan et al
(1990) suggests that commitment from top management is the key factor for system success in public
organization.
Other research by Chandrarin and Indriantoro (1997) use contingency factor, task complexity and
system complexity, as a moderating variables on the relationship between user participation and system
success. The result proved that there was a positive relationship between user participation and system
success, and task complexity not affect the relationship as moderating variables, but as independent
predictor for system success.
The result is different from research by Restuningdiah and Indrantoro (2000) and McKeen et al
(1994). They proved that task complexity plays as quasi moderator (Restuningdiah and Indrantoro, 2000)
and as pure moderator (McKeen et al, 1994) on the relationship. On the situation where there was a high
task complexity and system complexity, there was a strong relationship between user participation and
system success.
In this present study the relationship between user participation and system success will be
extended to consider the variable of personality. Many works insist that an information strategy cannot be
effective without suitable considerations of the users (Robey, 1979). Rotter (1966), as quoted by Fisher
(1996), showed that a general perception of control, which he called Lotus of Control (LOC) occupies a
central, relatively stable place in determining a persons action. The personality variable lies on a
continuum. At one extreme are those who believe that the events that occur in their lives are largely due to
their own actions and efforts (internals) and the other extreme are those who believe that their destinies are
controlled by luck or chance (externals).
Within the accounting literature, LOC have been used to explain managerial performance and
other decision context such as budget participation (Brownell, 1982; Frucot and Shearon, 1991; Indriantoro,
1993), ethical decision (Tsui and Gull, 1996), non-ethical behavior (Jhons and Haranagh, 1996), and
management information requirements (Fisher, 1996).
From those considerations above, this research try to expand the discussion of user participation
in system information development by testing three contingency factor, as moderating variables on the
relationship between user participation and system success on the public sector organization quasi profit,
BUMN in Indonesia. This study provides an examination of the contingencies and seeks to answer the
question: 1). Is there any relationship between user participation and system success on BUMN in
Indonesia? 2). Are there any interaction affect of top management support, task complexity, and locus of
control on the relationship?
It may be helpful to broaden the investigation of user participation to include some of contingency
factors that might help to determine if, when, and how much user participation is appropriate. The
measurement of the effect of selected contingency factors (top management support, task complexity, and
locus of control) should increase our understanding of the role of user participation in systems development
and increase the system success. This research can provide empirical evidence about the factor that may
be affect on system development success, especially for BUMN in Indonesia.
LITERATURE REVIEW
Information System
In the context of information system, a system is a unified group of interacting parts that function together to
achieve its purposes. Each system has a boundary that separates it from its environment, they accept
inputs from environments and provide outputs to the environment (Wilkinson, et al, 2000: 6).
The system development life cycle (SDLC) describes the development and post development
periods of one cycle in the life of an information system. SDLC is a continual process. The life cycle
consists of several phases that follow a sequence. Each phase of the process planning, analysis, design,
selection, implementation, and operation involves several activities and concludes with a tangible output
(Wilkinson, et al, 2000: 524). The SDLC can be seen in figure 1.
The first phase of systems development involves planning. It begins with long range strategic
planning and then leads into the planning of the specific system projects. While gaining for the approval of
system project, the system analysis phase begins. The purpose of this phase are to survey the current
information system to define what is required to improve information, define problems, identification
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information need, and submission a report. In the design phase is to consider the features of an improved
system that will satisfy the requirements, by evaluating of design alternatives, preparing the design
specification of a system, and submission its design. After management approves the design, the selection
phase starts. During the selection phase are determination of design feasibility, hardware and software
proposals, evaluation of the proposal, and system hardware and software selection. After the selection is
approved, implementing phase enters. This phase consists of performing preliminary actions, executing
activities leading to an operational system, and conducting follow up activities and evaluations. The final
phase is system operations. The completion of the new system information now is being operational.
Figure 1.
Systems Development Life Cycle
Systems
Planning
-----------------------
Systems
Analysis
----------------------
Requirements and
information needs
----------------------
Conceptual design
specifications
Systems design
Strategic systems plan

and project proposal
Systems
Selection
--------------------
Selected computer hardware

and software
Systems
Implementation
----------------------
Detailed design and

physical installation
Systems
Operation
----------------------
Modifications and
improvements
Source: Wilkinson, et al. (2000)
It is widely believe that information technology can substantially support the basic managerial
function of guiding an organizations resources toward the fulfillment of key goals. Kraemer, et al (1993)
suggests that the objectives of information systems development are:
1. Provide managers with data that are more timely, comprehensive, and accurate.
2. Enables manager to perform more precise, systematic, and sophisticated analysis of these
data, and
3. Provides manager with hand-on control of and direct access to information (rather than relying
on information filtered by others)
According to Robey and Farrow (1982) successful implementation of information systems have some
expected benefits include:
a. more accurate assessment of user information requirements,
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b.
c.
d.
e.
prevention of costly system features that are unacceptable to users,

greater user acceptance and support of the system,
improved user understanding of the system, and
granting of democratic rights to organization members.
From the objectives of information system, information have value if it reduces a decisions makers
uncertainty concerning a decision and yield managerial benefits greater than managerial costs. Value
means that qualities of information include relevance to the decision in question, accuracy, timelines,
conciseness, clarity, quantifiable, and consistency. Thus the development of information system is
successfully implemented and operationalized. One of the information system success indicator is user
satisfaction (McKeen et al, 1994; Choe, 1996; Hardgrave et al, 1999).
Ives, Olson, and Baroudi (1983), as quoted by Kettinger and Lee (1994) define user satisfaction as
the extent to which users believe the information system is available to them and meet their information
system requirements. If an information system failed, one of the reasons is the system may not fill
stakeholder requirements, including: system analysts, end-user, sponsor, and customer. To reduce this risk,
an organization should predict the outcome from the development system. This prediction can be done in
the cycle of information system development.
User Participation System Success Relationship
In the organizational behavior literature, there has been little consensus concerning a definition of
participation. Vroom and Jargo (1988), as quoted by Barki and Hartwick (1994) note that, in everyday
terms, participation refers to taking part. They suggest that one participated when one has contributed to
something. Such participation can take a variety of forms: direct (participation through personal action) or
indirect (participation through representation by others), formal (using formal groups, teams, meetings, and
mechanisms) or informal (through informal relationships, discussions, and tasks), performed alone
(activities done by oneself) or shared (activities performed with others). In addition, participation can also
vary in scope, occurring during one or several stages of the problem solving problems (problem
identification, evaluation, solution generation, choice, and implementation).
In the development of information system, user participation brings good influence for
organization. This could happen because users directly involve with system usage. Alter (1978), as quoted
by McKeen, et al (1994), found that users were much more likely to resist system introduction in situations
where they had neither initiated the project nor participated in its development. Baroudi, et al (1986) found
that user participation in systems development led directly to both user satisfaction and system usage.
A research by McKeen, et al (1994) about the relationship between user participation and user
satisfaction as the indicator of system success showed that user participation had a direct positive and
significant relationship with user system success. Lawrence and Low (1993), Hunton and Kenneth (1994),
Igbaria, et al (1994), Choe (1996), Chandrarin and Indriantoro (1997), Setianingsih and Indriantoro (1998),
Restuningdiah and Indriantoro (2000) support this finding.
These researches concluded that information system project development requires the appropriate
users participate in the project at the appropriate stage and make a meaningful contribution. User
participation in system development activities should lead to greater commitment, involvement, acceptance,
use, satisfaction, and ultimately system success. Therefore, the first hypothesis is:
H1:
User participation in the information system development has a positive relationship with system
success.
Role of Top Management Support
Top management support plays an important role in the process of information system development.
Cerullo (1986), as quoted by Choe (1996), reported that top management support involves the following
functions: setting goals and appraising objectives, evaluating project proposals, defining information and
processing requirements, reviewing programs and plans for the in formation system effort, and ultimately
offering funds and goal setting.
The involvement and support by top management plays an important role not only for funds
allocation but give a strong signal for the employees that the change in information system is an important
thing to do (Muntoro, 1994). Top management also has the power and influence to socialize information
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system development, thus, users actively participate in the system development and finally effect the
system success.
A descriptive research by Caudle, et al (1991) in the public organization of governments utility in
50 state of USA showed that public management support at top level influence the development of a new
information system technology. Other research by Kim and Lee (1986) on 134 information system users
from 32 company located in Korea. They examined top management support as moderating variable on the
relationship between user participation and system success, proved that user participation had a significant
relationship with system success where there were a high management support in the information system
development. Result of research by Setianingsih and Indriantoro (1998) support this finding. Therefore the
second hypothesis is:
H2:
The greater the top management support in the information system development, the greater the
relationship between user participation and system success.
Role of Task Complexity
Many researches had related complexity with the concept of ambiguity, uncertainty, and lack of structure in
the task involved. Complexity is relatively higher for tasks that are fuzzy and ill defined, and lower for the
task that are pattern and orderly (Weick, 1979 and Daft et al, 1987), as quoted by McKeen et al, 1994).
Ambiguity means confusion, lack of understanding, and disagreement while uncertainty refers to the
absence of necessary information (the different between the information available and what is needed to
properly complete the task).
Task complexity originated in the users environment and refers to the ambiguity and uncertainty
that surround the practice of business. Task complexity arises from the existence of ambiguity and
uncertainty regarding the decisions on such things as the number of options available, the number of
options allowable, the combination of options and the interrelationship to one another, the existence of
policy riders, and the existence of other related (or indeed conflicting) policies (McKeen, et al, 1994).
Research by Kreamer, et al (1993) on the 260 public manager in USA, measure task complexity
and the most common classification of task between routine and non-routine tasks. The research showed
that the more complex (less structured, less routine) the task, the greater the managers need for multiple
sources of information and multiple inputs from preferred resources.
According to the contingency model developed by Nauman, et al (1980), as quoted by McKeen, et
al (1994), increased project complexity decreases the assurance of attainment of project goals. To manage
the risk of system failure, they suggest that user participation be increased proportionally with project
complexity. Furthermore McKeen, et al (1994) proved that there was an interaction influence of user
participation with task complexity on the relationship with user satisfaction (system success). Therefore, the
third hypothesis is:
H3:The greater the task complexity, the greater the relationship between user participation and
system success.
Role of Locus of Control
Information system strategy can not be effective without considering users as a person whom involved in
the system (Robey, 1979), as quoted by Fisher (1996). Locus of control, personality variable, is viewed as a
generalized belief that a person can or cannot control his/her own destiny (Rotter, 1966), as quoted by
Brownell (1981). Within the context of social learning, he argues that individuals receive different
reinforcement under varying conditions. If an individual perceives reinforcement as being contingent upon
its own action, this is termed a belief in internal locus of control. Conversely, if an individual perceives
reinforcement as being contingent upon outside forces, it is termed a belief in external locus of control
(Indriantoro, 2000).
According to the locus of control theory, it is possible that ones behavior influence by their
characteristic of locus of control. Lefcourt (1982), as quoted by Fisher (1996), suggests that internal locus of
control have been found to be more perceptive of, and ready to learn about, their surroundings. He
stressed that this may be because internals are more apt to recognize the relevance of information. In other
words, internals can choose information related with the outcome they need. Internal locus of control know
what they want, how to express their wishes and ideas (Saleem, 1996), and their need of information. Thus
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an internal locus of control can participate more than external locus of control in the information system
development. This locus of control construct viewed in this study as a key moderator variable. Therefore,
the fourth hypothesis is:
H4:
Individual with internal locus of control moderates the effect of high relationship between user
participation and system success.
Research Model
The model of this research and hypothesis can be seen in figure 2.
Figure 2.
Research Model
Information System
Success
User Participation
Top Management Support

Task Complexity
Locus of Control
RESEARCH METHODOLOGY
Population, Sample, and Data
The population of this research is public sector organization quasi profit BUMN in Indonesia which have
computerized information system. Company identity found in internet in March 2001. Purposive sampling
have been used to choose sample from every industries of BUMN.
The subject of this research is marketing manager, financial or accounting manager, and research
and development or information system development manager. The reason for this subject because they
usually use the information system and the information itself.
Questionnaires are mailed to the respondent with free stamp on it with a request letter. In this letter
informed that information gathered will be guarantee confidential. Considering the low rate of response
(about 10% to 20%), 400 questionnaires for 125 BUMN have been mailed.
From the 400 mailed questionnaires, eleven of them are mailed back because of wrong address,
58 of them are answered and 9 of them cannot be used because of incomplete answer. Thus the respond
rate was 15% 58 / (400 11) x 100% = 15%. The questionnaire can be used for analysis is 49
respondent. The respondent demographic data can be seen below in table 1.
Table 1.
Demographic Data
Discription
Total
Percentage
Sexuality:
Male
42
86%
Female
7
14%
Education:
S2
18
37%
S1
27
55%
D3
3
6%
Others
1
2%
Division:
36

System Information
Accounting/Finance
Marketing
Have been work in the division for:
Less than 2 years
3 to 5 years
6 to 10 years
More than 10 years
IS for:
Less than 2 years
3 to 5 years
6 to 10 years
More than 10 years
SESI
13
24
12
27%
49%
24%
21
17
7
4
43%
35%
14%
8%
11
12
11
15
22%
25%
22%
31%
Operational Definition and Variable Measurement

Variables used in this research are independent variable user participation, dependent variable information
system success, and moderating variables are top management support, task complexity, and personality
factor locus of control.
User Participation, define as behavior, statement, and activities that users or their representative do in the
information system development process (Barki and Hartwick, 1994). Measured by instrument develop by
Ives and Olson (1984), modified by McKeen, et al (1994) with 19 item of questionnaires. Each item is binary
variable to know is there any participation or not.
Top Management Support, define as top management participation and involvement in the information
system development (Jarvenpaa and Ives, 1991). Five item questionnaires used with Likert scale from point
1 to 5.
Task Complexity, define as routine or non-routine tasks that faced the respondent. Measured by
instrument develop by Daft, et al (1987) and Weick (1987), and modified by McKeen, et al (1994) to 7
questionnaires with Likert scale from 1 to 5. High complexity showed by a high score or inverse.
Locus of Control, define as generalized belief that a person can or cannot control his/her own destiny.
Measured by Work Locus of Control Scale (WLCS) that developed by Spector (1988). The instrument
includes 16 item questionnaires with Likert scale from 1 to 4. High score of the answer means external
locus of control or inverse.
Information System Success, define by user satisfaction, the extent to which user believe the information
system is available to them and meets their information requirements. The instrument develops by Ives, et
al (1983), as modified by McKeen, et al (1994) to increase the validity and reliability to 4 item. Using Likert
scale for 1 for not satisfied to 5 for satisfied.
Data Analysis
A multiplicative model is used to test the contingency factor. This model suggests that the relationship
between the dependent variable (system success) and the independent variable (user participation) is
always positive, but the slope is different depending on the level of contingency factors: top management
support, task complexity, and locus of control. (McKeen, et al, 1994). Simple linear regression is used to
test the relationship between user participation and system success. To test the influence of moderating
variables used Moderated Regression Analysis (MRA) and Subgroup Analysis.
Moderated Regression Analysis method had been used by McKeen, et al (1994), Choe (1996),
and Restuningdiah and Indriantoro (2000). This method used to determine the type of moderating variable
(pure moderator, quasi moderator, or independent predictor). The MRA equations to be examined are:
SS = a + b1. UP
(1)
SS = a + b1. UP + b2. M
(2)
SS = a + b1. UP + b2. M + b3. UP. M .
(3)
Where:
SS: System Success
a: Intercept
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UP: User Participation

b: Slope
M: One of contingency factors
According to MRA technique, if equation 2 or 3 are not significantly different (i.e., b3 = 0; b2 0),
then M is not a moderator variable but simply an independent predictor. For M to be classified as pure
moderator variable, equations 1 and 2 should not be different but should be different from equation 3 (i.e.,
b2 = 0; b3 0). For M to be classified as quasi moderator variable, equations 1, 2, and 3 should be
different from each other (i.e., b2 0; b3 0).
Subgroup analysis tests the form of the user participation and system success across different
subgroups. If the regression coefficient differ across subgroup (formed by splitting the contingency factor at
the median for high and low group), i.e., the regression coefficient of high group less than low group, so the
low group have more influence on the relationship than the high group, or inverse.
RESULTS
Validity and Reliability Test
The accuracy of hypothesis examination depends on the data quality that is used in the examination.
Research data cannot be used if the instrument to gather data is not valid and reliable (Cooper and
Schindler, 1998: 166 and 171). Validity refers to the extent to which a test measures what we actually wish
to measure and reliability has to do with the accuracy and precision of a measurement procedure.
Validity test used corrected item total correlation technique, by correlated each item score to total
score. Using r correlation coefficient for =5%, if the r test less than r table, the item is valid or inverse
(Santoso, 2001). Reliability test used Cornbach Alpha coefficient more than 0,7 (Nunnaly, 1987). The items
that are not valid in the validity test are not used in the reliability test.
Table 2 shows the result of Cornbach Alpha test. There is a high value of reliability except for top
management support and task complexity that only more than 0,5. If the alpha coefficient is above 0,7, the
reliability of the multi-item scale is satisfactory. Table 3 shows the comparison of reliability value of this
research with the past researches.
Table 2.
Cornbach Alpha Coefficient
Variable
Before deletion
Numbers of
Alpha
item
Coefficient
19
0,8646
5
0,4894
7
0,3428
16
0,5774
4
0,8281
User Participation
Task Complexity
Locus of Control
Information System Success
After deletion
.
Numbers of
Alpha
item
Coefficient
18
0,8720
4
0,5338
5
0,5066
10
0,7291
Table 3.
Comparison of Reliability Value
Variables
User Participation
Task complexity
Locus of Control
Information System Success
*McKeen et al, (1994)
This Research
0,87
0,53
0,51
0,73
0,83

Reliability
Past Researches
0,85*
0,82**
0,75*
0,85***
0,74*
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**Choe (1996)
***Spector (1988)
The descriptive statistics that include the value of means and standard deviation for the research
variables were calculated and summarized in table 4.
Table 4.
Descriptive Statistics
Variable
Partisipasi Pemakai
Dukungan Manajemen
Kompleksitas Tugas
Locus of Control
Keberhasilan Sistem
Mean
9,12
12,61
13,76
20,20
12,92
Standard
deviation
4,90
2,24
2,77
4,43
2,99
Possible
range
0 18
4 20
5 25
10 40
4 20
Actual
range
1 18
8 18
5 19
12 32
4 20
Hypothesis Test
Spearman correlation analysis was used to assess the relationship among critical variables. Table 5
presents the correlation matrix for the research variables. There were statistically significant positive
relationships between user participation and system success with p = 0,005. Hence, if user participation in
system development increases, performance of information system also increases.
Spearmans rho
UP
TM
TC
LOC
SS
Table 5.
Correlation Matrix of Research Variables
UP
TM
TC
0,576
0,402
0,576
0,182
0,402
0,182
0,302
0,229
0,125
0,005
0,389
0,653
LOC
0,302
0,229
0,125
SS
0,005
0,389
0,653
0,750
0,750
The results of the moderated regression analysis are shown in table 6. As hypothesized (H1) user
participation does have a significant positive relationship with system success. The coefficient of
determination (R2) was 0,159. The result is slightly stronger than other research (e.g. Straub and Tower,
1988; Kappelan and McLean, 1991; as quoted by McKeen, et al, 1994; and Choe, 1996) with R 2 of 0,078;
0,083; and 0,108. But lower than McKeen, et al (1994) and Restuningdiah and Indriantoro (2000) with R 2 of
0,166 and 0,679. The value of 0,159 means that the variation of system success can be explain by user
participation only 16% and 84% by other factor.
The fact that user participation demonstrates a consistent and positive relationship over many
studies is significant; the magnitude of the relationship, as measured by the coefficient of variation, may be
less significant (McKeen, et al, 1994). User participation is not likely the only explanatory variable nor it is
unaffected by other contingency variables such as proposed in this study.
Table 6.
Moderated Regression Analysis (MRA) Results
Hypo- Regression Equations

thesis
H1 SS = 10,696 + 0,244UP
(0,005)
F
value
8,889
(0,005)
R2
Result
0,159
39

H2
H3
H4
SESI
SS = 8,430 + 0,250UP + 0,175TM

(0,003)
SS = 9,317 + 0,150UP + 0,105TM + 0,007UPTM
(0,008)
4,920
(0,012)
3,228
(0,031)
0,176
SS = 10,394 + 0,243UP + 0,023TC

(0,019)
SS = 9,179 + 0,374UP + 0,115TC 0,009UPTC
(0,047)
4,364
(0,018)
2,897
(0,045)
0,159
SS = 11,960 + 0,255UP 0,068LOC

(0,015)
SS = 9,675 + 0,488UP + 0,045LOC 0,011UPLOC
(0,015)
4,669
(0,014)
3,209
(0,032)
0,169
QM
0,177
QM
0,162
QM
0,176
As hypothesized, top management support, task complexity, and locus of control are shown to be
quasi moderator. The beta coefficients are both for b2 and b3 significant at p = 0,05. It means that the
contingency factor can influence the relationship between user participation and system success, both as
an independent variable and as moderator variable. In the situation where top management support, task
complexity, or locus of control is high, the system will be success and the relationship between user
participation and system success is much stronger.
The MRA technique tests the interaction effect of each contingency factors independently. The
increment in R2 is used to determine the relative contributions of the three contingency factors in explaining
the variance in system success, as shown in table 7.
The data in table 7 show that the three contingency factors have significant effects on system
success and the relationship between user participation and system success.
Table 7.
MRA Results: User Participation on System Success
Contingency Factors
User Participation (UP)
+ Top Management Support (TM)
+ Task complexity (TC)
+ Locus of Control (LOC)
+ UP*TM
+ UP*TC
+ UP*LOC
Increment in R2
0,15904505
0,01718071
0,00043614
0,00969377
0,01803129
0,00280413
0,01716883
Using the subgroup analysis, the three contingency factors were dichotomized at the median, and
user participation was regressed on system success under conditions of low and high top management
support, task complexity, and locus of control. For each of these equations, the slope coefficients of the
high and low subgroups were compared to determine the differential effects of the contingency factors on
the relationship of user participation and system success.
Table 8 presents the results of the subgroup analysis. The data shows that the subgroup analysis
on top management support resulted that where there was a high top management support on the
information system development, the greater the relationship between user participation and system
success. Hence, the second hypothesis is accepted.
40

SESI
Results of subgroup analysis on task complexity shows that the low of task complexity, the greater
the relationship between user participation and system success. The result is different with McKeen, et al
(1994) research, that proved the high of task complexity, the greater the relationship with regression
coefficient 0,137 for the high subgroup and 0,100 for the low subgroup. It may likely that the task complexity
on BUMN in Indonesia is not complex at all. Hence, the third hypothesis is partly rejected.
The subgroup analysis on locus of control shows that the internal locus of control has more
influence on the relationship between user participation and system success than external locus of control.
Hence, the fourth hypothesis is accepted.
Table 8.
Slope Coefficient for Split Samples:
User Participation on System Success
Contingency Factors
Top Management Support (TM)
Task Complexity (TC)
Locus of Control (LOC)
High
Slope
Low
0,260
0,138
0,180
0,171
0,214
0,453
CONCLUSIONS, LIMITATIONS, AND IMPLICATIONS

Conclusions
This paper argues that user participation during the information system development is related to system
success, also argues that the three contingency factors (top management support, task complexity, and
locus of control) affect this relationship.
According to data analysis in this research, it is known that user participation in the information
system development has a positive relationship with system success. The result is consistent with the past
researches by Doll and Torkzadeh (1991), McKeen, et all (1994), Choe (1996), Chandrarin and Indriantoro
(1997), Setianingsih (1998), and Restuningdiah and Indriantoro (2000).
The analysis also shows that top management support, task complexity, and locus of control are
proved as quasi moderator. The three contingency variables play as moderating variable on the relationship
between user participation and system success. The third hypothesis is partly rejected because it is proved
in this research that the low of task complexity, the greater the relationship. The result is different with
McKeen, et al (1994), and Restuningdiah and Indriantoro (2000).
Top management support shows that the greater the top management support can increase
organization staff motivation to participate on the system information development. Therefor leads to the
information system success.
Locus of control that viewed as individual belief in control their destiny proved that internal locus of
control could increase the relationship of user participation and system success. Individuals with internal
locus of control know what they want and how to achieve their need. Hence, in the information system
development, their participation could influence the system success.
Limitations
Several limitations that may disturb the research results are:
1. The low rate of response (15%), from 400 questionnaires only 49 of them can be used in this analysis.
It is difficult to generalize the result with the low rate of response, because it is difficult to know whether
the response could represent the population. Also the sampling method with purposive sampling has a
weakness in representing population. These factors can affect the generalization capability and
conclusions.
2. Non response bias test is not done in this research because the researcher cannot distinguish the first
respond from the last respond. The result of the test may be affected the result of data analysis.
41

SESI
3. The alpha coefficients of the three contingency factors are lower than the past researches, but
marginally the factors are reliable.
Implications
Except the limitations above, the results of this research could be used by the manager as a factor in
considering the development of information system. In fact, user participation proved to be affected on
system success, although in this research, it has a low significant.
The analysis shows that information system development can be successful in the presence of
only minimal user participation. The prescription of user participation must be re-examined. In the sample of
49 systems in this research, many had system success despite little or no user participation. Conversely,
many had no system success (low user satisfaction) despite high user participation. Apparently, while user
participation is in general an important factor, it is certainly not the main determinant of system success.
Because of the unique nature of systems development, many situational factors can affect user
participation. It is simply not universally true that more user participation is better in all cases. This research
has started by examining three potential explanatory variables which are proved to inter-act the
relationship of user participation and system success significantly. Future research may find additional
factors and also examine the interaction among these factors more detailed.
Concerning the research object on BUMN in Indonesia, future research may test the organization
culture considerably. This may be necessary because in BUMN that is relatively affect by the government
regulation the organization culture may influence organization care of planning and developing information
system.
For the future research, the measurement of system success not only can be measured by user
satisfaction, it is also can be measured by system usage or information system decision usefulness.
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The Relationship Between User Participation

And System Success: Study Of Three Contingency Factors On Bumn In Indonesia

THE RELATIONSHIP BETWEEN USER PARTICIPATION

The Relationship Between User Participation

The Relationship Between User Participation

Strategic systems plan

Selected computer hardware

Detailed design and

Source: Wilkinson, et al. (2000)

The Relationship Between User Participation

prevention of costly system features that are unacceptable to users,

The Relationship Between User Participation

The Relationship Between User Participation

Top Management Support

The Relationship Between User Participation

Operational Definition and Variable Measurement

The Relationship Between User Participation

UP: User Participation

SIMPOSIUM NASIONAL AKUNTANSI VI

The Relationship Between User Participation

Hypo- Regression Equations

The Relationship Between User Participation

SS = 8,430 + 0,250UP + 0,175TM

SS = 10,394 + 0,243UP + 0,023TC

SS = 11,960 + 0,255UP 0,068LOC

The Relationship Between User Participation

CONCLUSIONS, LIMITATIONS, AND IMPLICATIONS

The Relationship Between User Participation

The Relationship Between User Participation

The Relationship Between User Participation

SIMPOSIUM NASIONAL AKUNTANSI VI

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